Q1explain PERT in brief

PERT, which stands for Project Evaluation and Review Technique, is a project
management tool used to plan, organize, and coordinate tasks within a project1. It’s
particularly useful in projects where the time required to complete different tasks is uncertain.
Here’s a brief overview of PERT:

• Visual Tool: PERT is represented through a network diagram that visually displays
the sequence of tasks needed to complete a project2.
• Task Dependencies: It illustrates the dependencies between tasks, showing which
tasks need to be completed before others can start1.
• Milestones: The diagram includes nodes that represent milestones or significant
events in the project timeline3.
• Estimation: PERT involves making estimates of the time it will take to complete
each task, incorporating uncertainty by using three-point estimates (optimistic, most
likely, and pessimistic)3.
• Critical Path: By analyzing the network of tasks, PERT helps identify the critical
path, which is the longest sequence of tasks that determines the minimum project
duration2.

In summary, PERT is a strategic planning and control tool that’s essential for managing
complex projects with uncertain task durations.

Q2Explain CPM in brief ?

Explore

Certainly! CPM stands for Critical Path Method, and it’s a project management technique
used to schedule a set of project activities1. Here’s a brief explanation:

• Task Sequencing: CPM involves listing all tasks required to complete the project and
determining the sequence in which they must be completed1.
• Network Diagram: A visual representation is created using a network diagram,
which helps in understanding the task dependencies1.
• Critical Path: The critical path is the longest stretch of dependent tasks and
represents the shortest time in which a project can be completed1.
• Task Duration: It requires estimating the duration for each task to calculate the total
project duration1.
 • Critical Tasks: These are tasks that cannot be delayed without affecting the project’s
completion date. They must be closely managed to ensure on-time project
completion1.
• Float Calculation: CPM also involves calculating the float or slack, which is the
amount of time that a task can be delayed without causing a delay to subsequent tasks
or the project finish date1.

In essence, CPM is a step-by-step project management approach that helps identify the most
important tasks and ensures their completion within the stipulated time for successful project
delivery.

Q3explain the difference between AOA and AON network in optimization techniques ?

The difference between AOA (Activity-on-Arrow) and AON (Activity-on-Node) networks

lies in how they represent project activities and dependencies in optimization techniques.
Here’s a brief comparison:

• AOA (Activity-on-Arrow):
o Activities are represented by arrows.
o Nodes or circles represent the start and end points (events or milestones) of
activities1.
o It’s easier to identify the critical path as it is visually clear which activities
are dependent on others1.
o However, it can become complex when dealing with a large number of
activities or when activities have multiple dependencies1.

• AON (Activity-on-Node):
o Activities are represented by nodes or boxes.
o Arrows show the dependencies between the activities1.
o It allows for a more detailed representation of the project’s dependencies and
is better suited for complex projects with many interdependent activities1.
o AON is generally considered more modern and is widely used due to its
ability to easily accommodate changes in the project plan1.
Q4enlist the rules of AOA network construction ?

The rules for constructing an AOA (Activity-on-Arrow) network are essential for creating an
accurate and functional project schedule. Here are the key rules to follow:

1. Non-Crossing Arrows: Arrows representing activities should not cross each other. If
unavoidable, bridging should be used1.
2. Unique Events: No two or more activities should have the same start (tail) and end
(head) events1.
3. Completion of Preceding Activities: An event is not considered complete until all
activities leading into it are finished1.
4. Sequential Task Initiation: No subsequent activity can begin until its preceding
event is completed1.
5. Single Start and End: There should be only one initial event and one final event in
the network diagram1.

These rules ensure clarity and help prevent scheduling errors during project planning.
Following them allows project managers to effectively visualize and manage the sequence of
activities and their dependencies.

Q5enlist the rules for AON network construction ?

The rules for constructing an AON (Activity-on-Node) network, which is a project

management tool used for scheduling and organizing project activities, are as follows:

1. Unique Activities: Each activity is represented by one and only one node1.
2. Directional Arrows: Arrows are used to show the logical flow and dependencies
between activities1.
3. Sequential Numbering: Nodes are numbered to uniquely identify each activity, with
the starting point (tail node) having a lower number than the end point (head node)1.
4. No Crossing Arrows: Arrows should not cross each other. If unavoidable, bridging
should be used1.
5. Straight Arrows: Arrows should be kept straight and not curved or bent1.
6. Activity Precedence: Every node must have at least one activity preceding it and at
least one activity following it, except for the initial and final nodes of the network1.

These rules help ensure that the AON network diagram is clear, logical, and accurately
represents the project’s activities and their dependencies.

Q6 basic difference between PERT and CPM ?

The basic difference between PERT (Project Evaluation and Review Technique) and CPM
(Critical Path Method) lies in their approach to project scheduling and management:

• PERT:
o Probabilistic Approach: PERT is used for projects where the duration of
activities is uncertain. It employs a probabilistic model, providing three time
estimates: optimistic, most likely, and pessimistic1.
 o Event-Oriented: Focuses on significant events and milestones within the
project1.
o Time Focus: Emphasizes time planning and scheduling, aiming to complete
the project as quickly as possible1.
o Suitable for R&D: Ideal for research and development projects where
activities are often unique and not repetitive1.
• CPM:
o Deterministic Approach: CPM is used for projects with well-defined activity
durations. It uses a deterministic model with a single time estimate for each
activity1.
o Activity-Oriented: Concentrates on the tasks or activities themselves1.
o Time-Cost Trade-Off: Focuses on optimizing both time and cost, making it
suitable for projects where budgeting is as crucial as scheduling1.
o Suitable for Construction: Best suited for construction or manufacturing
projects where activities are repetitive1.

Q7write short note on looping and dangling while constructing a network diagram ?

In the context of constructing network diagrams, particularly for project management

techniques like PERT (Program Evaluation and Review Technique) and CPM (Critical Path
Method), two common errors that can occur are looping and dangling.

Looping Error: A looping error, also known as a cyclic error, happens when a cycle or loop
is inadvertently created within the network diagram. This results in ambiguity in the project
flow because it appears as if an activity is repeated before the subsequent one begins. For
example, if in a software development project, the “Testing” phase is set to precede “Coding”
and vice versa, it creates a loop, leading to a looping error. This disrupts the logical sequence
of activities and can cause confusion in the execution of the project plan.

Dangling Error: A dangling error occurs when an activity within the network diagram is not
properly connected to subsequent activities, meaning it has no successor, or it starts without a
predecessor. This can lead to an incomplete network where certain tasks appear to be isolated
from the main workflow. For instance, if the activity “Pour Concrete” is listed without any
preceding activity like “Prepare Foundation,” it results in a dangling error. To rectify this,
one might need to introduce a dummy activity to ensure that every activity is connected as
required by the network logic.

Both errors can significantly impact the effectiveness of a network diagram as a project
management tool. They must be identified and corrected during the planning phase to ensure
a clear and executable project plan1.

Q8Define dummy activity and parallel activity

Certainly! In project management, particularly within network diagrams:

 • Dummy Activity: A dummy activity is a placeholder used to represent a logical
dependency between two tasks that do not have a direct relationship other than their
order of occurrence. It’s depicted as a dashed line in network diagrams and ensures
the correct sequence of activities is maintained. Dummy activities are crucial for
maintaining the logical flow and clarity of the project timeline, especially in methods
like Program Evaluation and Review Technique (PERT) or Critical Path Method
(CPM). They consume no resources or time as they are not actual tasks but serve to
illustrate dependencies1.
• Parallel Activity: Parallel activities refer to tasks that can occur simultaneously
within a project. They start and finish at the same time and are independent of each
other in terms of workflow. However, when two or more activities are exactly
parallel, a dummy activity might be inserted to maintain a unique description for each
activity when referred to by its start and finish node numbers. This helps in avoiding
confusion and ensures each activity is distinctly identified in the project schedule2.

These concepts are essential for effective project scheduling and management, allowing for a
clear understanding of task dependencies and parallel processes.

Q9Explain types of events with a suitable diagram

In both PERT (Program Evaluation and Review Technique) and CPM (Critical Path Method),
events are critical components that represent milestones within the project management
process. Here’s a brief explanation of the types of events typically found in PERT and CPM
diagrams:

• Start Event: This is the beginning point of the project or a phase in the project. It
usually has no activities entering it.
• End Event: This signifies the completion of the project or a phase in the project. No
activities will exit from this event.
• Merge Event: Occurs when two or more activities converge into a single event. This
indicates that all preceding activities must be completed before the project can
proceed.
• Burst Event: Happens when a single event leads to multiple subsequent activities.
This shows that the project can branch out into different paths after this point.

In PERT charts, which are often represented as activity-on-arrow diagrams, the events are
depicted as nodes, and the activities are the arrows connecting these nodes. The PERT chart
focuses on time estimates for activities and is used in projects where time is a variable factor.

CPM diagrams, on the other hand, are typically activity-on-node, where the nodes represent
the activities, and the arrows show the sequence of activities. CPM is used for projects where
time estimates are known with certainty and the focus is on the efficient scheduling of
activities.

Here’s a simplified representation of a PERT/CPM diagram with the types of events:

Start Event (1)

|
 v
Merge Event (2)---->Burst Event (3)---->End Event (4)
| / \
| / \
| / \
| v v
| Activity Activity
| X Y
|
v
Activity Z

In this diagram:

• Event (1) is the Start Event.

• Event (2) is a Merge Event where activities converge.
• Event (3) is a Burst Event where the project can follow multiple paths.
• Event (4) is the End Event of the project.

This is a very basic representation. In actual PERT/CPM diagrams, the complexity can
increase significantly depending on the number of activities and their interdependencies. The
diagrams are tools to visualize the project’s flow and help in planning, scheduling, and
controlling project tasks. They are particularly useful in identifying the critical path, which is
the longest path through the network diagram and determines the shortest possible project
duration.

Q10 discuss the various steps involveed in the application of PERT and CPM ?

Certainly! PERT (Program Evaluation and Review Technique) and CPM (Critical Path
Method) are two project management tools used to plan, schedule, and control complex
projects. Here are the steps involved in applying PERT and CPM:

1. Define the Project and all of its Significant Activities or Tasks: The project is
divided into tasks, and the scope is defined.
2. Develop the Relationships Among the Activities: Decide which tasks must precede
and which must follow others.
3. Draw the Network Diagram: Once tasks and their relationships are defined, the
network diagram can be drawn, showing the sequence of the serial and parallel
activities.
4. Estimate the Completion Time for Each Activity: Use past data, expert judgment,
and other methods to estimate the time required to complete each task.
5. Identify the Critical Path: The critical path is the longest path through the network
diagram and determines the shortest time to complete the project.
6. Update the PERT and CPM Diagrams as the Project Progresses: As the project
unfolds, the diagrams should be updated with actual times and adjusted with any
changes.
7. Schedule and Allocate Resources as Needed: Resources need to be scheduled and
allocated to the tasks based on the analysis from the diagrams.
8. Monitor the Project: Track the progress of the project, compare actual progress to
the planned progress, and make adjustments as necessary.